Questões de Concursos Inglês

TEXT 1
                                    When was the first computer unvented?

            The word "computer" was first recorded as being used in 1613 and was originally used to describe a human who performed calculations or computations. The definition of a computer remained the same until the end of the 19th century when people began to realize machines never get tired and can perform calculations much faster and more accurately than any team of human computers ever could.
            In 1822, Charles Babbage began developing the Difference Engine, which was considered to be the first automatic computing engine. It was capable of computing several sets of numbers and making hard copies of the results. Unfortunately, because of funding he was never able to complete a full-scale functional version of this machine. In June of 1991, the London Science Museum completed the Difference Engine Nº 2 for the bicentenni- al year of Babbage"s birth and later completed the printing mechanism in 2000.

Fonte: http://www.computerhope.com/issues/ch000984.htm Acesso em: 15/10/2013

     It now seems to me that what matters most in the majority
of organizations is to have reasonably intelligent, hard-working
managers who have a sense of pride and loyalty toward their
organization; who can get to the root of a problem and are inclined
toward action; who are decent human beings with a natural empathy
and concern for people; who possess humor, humility, and common
sense; and who are able to couple drive with stick-to-it-iveness* and
patience in the accomplishment of a goal.
     It is the ability to make positive things happen that most
distinguishes the successful manager from the mediocre or
unsuccessful one. It is far better to have dependable managers who
can make the right things happen in a timely fashion than to have
brilliant, sophisticated, highly educated executives who are excellent
at planning and analyzing, but who are not so good at implementing.
The most cherished manager is the one who says “I can do it,” and
then does.
     Many business schools continue to focus almost exclusively
on the development of analytical skills. As a result, these schools are
continuing to graduate large numbers of students who know a great
deal about analyzing strategies, dissecting balance sheets, and using
computers — but who still don’t know how to manage!
     As a practical matter, of course, schools can go only so far
in teaching their students to manage. Only actual work experience
will fully develop the kinds of managerial traits, skills, and virtues
that I have discussed here.

*the ability and determination to continue doing something despite difficulties.
Wegman, Knezevic, Bernstein. A reading skills book, 3.d
ed. Mac Graw-Hill Companies, Inc. (adapted).

Based on the text above, judge the items below.

   Is blue growth the beginning or end of a healthier ocean?

March 17th 2015

Across the globe, countries are increasingly looking seaward in search of new economic opportunities, including oil, gas, and mineral extraction from the sea floor, renewable energy development, and biotechnology.
The push to expand this so-called “blue economy" comes at a time when the ecological health of the oceans is seriously degraded. Last year, the Economist"s World Ocean Summit concluded with a resounding consensus that more needs to be done to protect and restore the world"s seas, especially the high seas. Will blue growth help or harm efforts to achieve a healthier ocean ecosystem?
The U.N. has proposed ambitious sustainable development goals relating to ocean health. They include reducing pollution from agriculture run-off, decreasing untreated sewage and solid waste, rebuilding depleted fish stocks, and protecting and restoring natural habitats.
A healthy ocean ecosystem is a public good—both locally and globally. Mangroves, corals, and salt marshes protect  coastal towns from storms. Oceans store carbon and produce oxygen that benefits us all. And areas of high biodiversity support global fisheries and are essential for resilient and productive oceans.
These natural benefits can remain intact if nations encourage—and even require—participants in the blue economy to reinvest the economic capital created from that economy in the natural capital of marine and coastal ecosystems; namely by restoring degraded habitats, protecting healthy ones, and financing blue economy “greening" efforts.
Channeling the new wealth of a growing blue economy into projects that will build a healthier ocean will require new financial tools. For instance, a global ocean trust fund, eco taxes, or user fees could be managed at the global level (say the U.N., World Bank, or the Global Environmental Facility) or even at a regional level, perhaps through existing regional seas organisations.
But for now the blue economy needs to aim higher than merely to do no harm. Converting blue economic capital into blue natural capital can raise all boats and produce a healthier, more sustainable blue economy.

                       (http://www.economistinsights.com/opinion/blue-growth-beginning-or-endhealthier-ocean)

     It now seems to me that what matters most in the majority
of organizations is to have reasonably intelligent, hard-working
managers who have a sense of pride and loyalty toward their
organization; who can get to the root of a problem and are inclined
toward action; who are decent human beings with a natural empathy
and concern for people; who possess humor, humility, and common
sense; and who are able to couple drive with stick-to-it-iveness* and
patience in the accomplishment of a goal.
     It is the ability to make positive things happen that most
distinguishes the successful manager from the mediocre or
unsuccessful one. It is far better to have dependable managers who
can make the right things happen in a timely fashion than to have
brilliant, sophisticated, highly educated executives who are excellent
at planning and analyzing, but who are not so good at implementing.
The most cherished manager is the one who says “I can do it,” and
then does.
     Many business schools continue to focus almost exclusively
on the development of analytical skills. As a result, these schools are
continuing to graduate large numbers of students who know a great
deal about analyzing strategies, dissecting balance sheets, and using
computers — but who still don’t know how to manage!
     As a practical matter, of course, schools can go only so far
in teaching their students to manage. Only actual work experience
will fully develop the kinds of managerial traits, skills, and virtues
that I have discussed here.

*the ability and determination to continue doing something despite difficulties.
Wegman, Knezevic, Bernstein. A reading skills book, 3.d
ed. Mac Graw-Hill Companies, Inc. (adapted).

Based on the text above, judge the items below.

The uses for oil

Oil is the largest source of liquid fuel and, in spite of attempts to develop synthetic fuels, world consumption of oil products in increasing.
The oil industry is not much more than a hundred years old. It began when the first oil well was drilled in 1859. In the early days, oil was used to light houses because there was no electricity and gas was very scarce. Later, people began to use oil for heating too.
Most industries use machinery to make things. Every machine needs oil in order to run easily. Even a small clock or watch needs a little oil from time to time.
The engines of many machines use oil fuels petrol, kerosene or diesel. Cars, buses, trucks, tractors, and small aircraft use petroleum chemicals: synthetic rubber, plastics, synthetic fiber materials for clothes and for the home, paints, materials which help to stop rust, photographic materials, soap and cleaning materials (detergents), drugs, fertilizers for farms and gardens, food containers, and may others.
In 1900 the world’s oil production was less than 2 million tons a year. Today the oil industry is one of the world’s largest and most important suppliers of raw materials.